Negotiation

Although there are common patterns, there is no one best way to deal with conflict. Disputes arise for different reasons and every team is unique. Varney proposes that negotiation is the most effective response to conflict when both parties stand to gain something, each has some power,and there is interdependency.

Negotiation offers flexibility and viability other responses, such as Avoidance, Confrontation, and Diffusion lack. The process of negotiation involves listening to both sides, seeking out common areas of interest and agreement, and building on them so that individuals can understand each other's points of view.

Varney believes there are four essential skills team leaders need to learn and apply to effectively resolve disagreements using the negotiation process:

Diagnosis: Recognizing areas of understanding and areas of differences.

Initiation: Bringing the disagreements to the surface.

Listening: Hearing not only what the other person is saying, but the Emotional aspects as well.

Problem Solving: A process with numerous steps including data gathering, Considering its impact, examining alternatives, identifying solutions, and developing a plan of action.

Five-P's of Conflict Management

Perceptions:
People associate conflict with negative responses such as anger, fear, tension, and anxiety. Rarely do we perceive any benefits from being involved in a dispute. Our negative perceptions impact ourapproach in resolving conflict as we strive to eliminate the source of these negative feelings.

Problems:
Anyone can be involved in a conflict, and the amount of time, money, and equipment needed for resolution will vary according to its complexity.

Processes:
There are different ways to go about resolving disputes: Suppress the conflict, give in, fight, litigate, mediate, etc.

Principles:
We determine the priorities of all resolution processes on the basis of an analysis of our fundamental values regarding efficiency, participation, fairness, compliance, etc.Practices:
Power, self-interest, and unique situations are all factors relating to why people resolve disputes the way they do.

Stulberg proposed these patterns as an aid for formal mediators, but anyone dealing with conflict can benefit from understanding the elements common to disagreements.

Team Resolution Process

Rayeski and Bryant (1994) recommend using the Team Resolution Process to handle conflict when it occurs in teams. Conflict should first be handled on an informal basis between the individuals involved. This, they say, will allow time for resolution or self-correction by the individuals. If the conflict remains unsettled, a mediator can be brought in to help resolvethe situation. If resolution is still not achieved the dispute should be openly discussed in a team meeting. A formal discipline process needs to occur, if resolution is not achieved after being addressed at the team level.

The escalating process of Team Resolution is as follows:

1. Collaboration (One-on-one):
Handle the new problem person-to-person. Use as many facts as possible and relate the issue to customer, team, or organizational needs. Be open and honest and conduct the session in a private setting. Document the concerns or issues, the dates, and the resolution, if any, and have both parties sign it.

2. Mediation (One-on-one with Mediator):
If collaboration did not work or was inappropriate, handle the problem with a mediator. The mediator must be trained in conflict resolution, understand policy and ethics, be trusted by the team, and have the ability to remain neutral. Gather facts and talk over the issue with the people involved. Bring up as many facts as possible and relate the issue to customer, team, ororganizational needs. Be open and honest and conduct the mediation session in private. Document it and have all parties sign.

3. Team Counseling:
The conflict is now a definite issue to the team. Collaboration and/or Mediation could not be done, were not appropriate, or did not work. Handle the conflict at a team meeting; put the problem on the next agenda and invite the necessary individuals. Again, bring up the facts, relate the issue to customer, team, or organizational needs. Be open and honest, discuss it in a private setting, document it, and have all parties sign it. Anyone on the team can put an issue or problem on the team agenda, however, this step should be used only after Collaboration, and Mediation has beenruled out.

Managing Cooperative Conflict

Though we often view conflict through a negative lens, teams require some conflict to operate effectively. Cooperative conflict can contribute to effective problem solving and decision making by motivating people to examine a problem. Encouraging the expression of many ideas; energizingpeople to seek a superior solution; and fostering integration of several ideas to create high-quality solutions (Tjosvold, 1988). The key is to understand how to handle it constructively. If members understand how to doit, differences that arise can result in benefits for a team.

While it is true that suppressed differences can reduce the effectiveness of a team, when they are brought to the surface, disagreements can be dealt with and problems can be resolved. The actual process of airing differences can help to increase the cohesiveness and effectiveness of the team through the increased interest and energy that often accompanies it. This in turnfosters creativity and intensity among team members. In addition, bringing differences to the surface can result in better ideas and more innovative solutions. When people share their views and strive toward reaching a consensus, better decisions are reached. Team members also improve their communication skills and become better at understanding and listening tothe information they receive when differences are freely aired. Fisher,Belgard, and Rayner (1995) offer these tips on improving listening skills

1. Listen for meaning.

2. Understanding is not agreeing.

3. Seek clarification before responding, if needed.

4. Apply listening skills when receiving a message.

5. Evaluate yourself for how well you listened at the end of anyconversation.

The tension of well-managed conflict allows teams to confront disagreement through healthy discussion and improve the decisions made (Rayeski & Bryant, 1994). This leads to greater team efficiency and effectiveness. Effectively managing conflict allows teams to stay focused on their goals.Swift and constructive conflict management leads to a broader understanding of the problem, healthy expression of different ideas or alternatives, and creates excitement from the positive interaction and involvement which will help the team through periods of transition and on to greater levels ofperformance.

As teams become more responsible for managing themselves, it is important for organizations to help them by identifying the knowledge, skills, and abilities (KSAs) required to handle conflict. Then developing plans to transfer these skills and capabilities over to their teams. Becauseconflict is inevitable in teams, the focus needs to be on how it is managed. Conflict that is poorly handled creates an environment of fear and avoidance of the subject. On the other hand, if properly managed, it can lead to learning, creativity, and growth.

Handling Negative Conflict

When negative conflict does occur there are five accepted methods forhandling it: Direct Approach, Bargaining, Enforcement, Retreat, andDe-emphasis (Nelson, 1995). Each can be used effectively in differentcircumstances.

1. Direct Approach: This may be the best approach of all. It concentrateson the leader confronting the issue head-on. Though conflict isuncomfortable to deal with, it is best to look at issues objectivelyand to face them as they are. If criticism is used, it must beconstructive to the recipients. This approach counts on the techniquesof problem-solving and normally leaves everyone with a sense ofresolution, because issues are brought to the surface and dealt with.

2. Bargaining: This is an excellent technique when both parties haveideas on a solution yet cannot find common ground. Often a thirdparty, such as a team leader, is needed to help find the compromise.Compromise involves give and take on both sides, however, and usuallyends up with both walking away equally dissatisfied.

3. Enforcement of Team Rules: Avoid using this method if possible, it canbring about hard feelings toward the leader and the team. Thistechnique is only used when it is obvious that a member does not wantto be a team player and refuses to work with the rest. If enforcementhas to be used on an individual, it may be best for that person tofind another team.

4. Retreat: Only use this method when the problem isn't real to beginwith. By simply avoiding it or working around it, a leader can oftendelay long enough for the individual to cool off. When used in theright environment by an experienced leader this technique can help toprevent minor incidents that are the result of someone having a badday from becoming real problems that should never have occurred.

5. De-emphasis: This is a form of bargaining where the emphasis is on theareas of agreement. When parties realize that there are areas wherethey are in agreement, they can often begin to move in a newdirection.

Conflict Issues

1. Administrative Procedures: If the team lacks good groundwork for whatit's doing, its members will not be able to coordinate their work.

2. People Resources: If the team does not have enough resources to do thejob, it is inevitable that some will carry too heavy a load.Resentment, often unexpressed, may build, so it is crucial that teamleaders ensure adequate resources.

3. Cost overruns: Often inevitable, cost overruns become a problem whenproper measures are not taken. The whole team should know early onwhen cost becomes a problem so additional funding can be sought by theteam. This way the problem can be resolved before it grows into aproblem for management.

4. Schedules: The schedule is highly consequential to the team's projectand should be highly visible. All members should be willing to worktogether to help each other meet their deadlines.

5. Responsibilities: Each team member must know what areas are assignedand who is accountable for them.

6. Wish Lists: Stick to the project at hand and avoid being sidetrackedinto trying to fit other things into it. Wait and do the other thingsyou would like to do after successful completion of the originalproject.